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Introduction to Tefen

Robin Lebovitz
Robin Lebovitz

Tefen is a global strategy and operations consulting firm that provides tailored solutions to help clients improve their business across multiple industries. They use methodologies like Lean 360 and Quality 360 to conduct diagnostics, design optimized processes and organizational structures, and implement changes. Examples show Tefen helping a hospital increase access to care and profitability by centralizing scheduling and redesigning clinical workflows, and assisting a pharmaceutical distributor launch a continuous improvement program across its distribution centers to reduce errors and costs.

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TEFEN W E L C O M E T O An introduction
CREATIVE, TAILORED, SUSTAINABLE SOLUTIONS for their most pressing opportunities A TRUSTED, HANDS-ON PARTNER T E F E N I S A G L O B A L S T R A T E G Y & O P E R A T I O N S M A N A G E M E N T C O N S U L T I N G F I R M W E A R E I N B U S I N E S S B E C A U S E O U R C L I E N T S D E S E R V E with Change Management veterans who are willing and able to put in the ground-floor time to implement and deeply embed those solutions in the client's teams
30+ YEARS 250+ PEOPLE 13 CITIES 5 CONTINENTS 1000+ CLIENTSC O M P A N Y . C O M T E F E N I N N U M B E R S
EVERYWHEREOur global family of consultants are driven by the same mission W H E R E A R E W E ?
T E F E N S E R V E S P U B L I C A N D P R I V A T E C O M P A N I E S O F A L L S H A P E S A N D S I Z E S Retail Life Sciences Healthcare Manufacturing Energy & Utilities Financial Services
The team at Tefen are incredible business partners, always with the utmost trust and respect, while at the same time always willing to challenge the existing conventional wisdom when necessary. We would not have a program we are proud of, with the ability to keep it growing and evolving, without the direct help of this competent group. B R U C E L . B E N N E T T S E N I O R V I C E P R E S I D E N T A M E R I S O U R C E B E R G E N
Through the work Tefen did for us, we have achieved significant progress that we could never have done on our own. But even further, Tefen made possible things other consulting firms have not been able to do. We deeply benefited from their unquestionable and extensive expertise and knowledge of operations excellence in obstetrics. Not only did Tefen do a good job in identifying opportunities for improvements, they partnered with us in implementing some of the changes. Their team was very respectful, professional, and consistent. Needless to say, my staff and I are greatly appreciative of Tefens help and recommendations. D I C K A R G Y S C H I E F O P E R A T I N G O F F I C E R W O M E N & I N F A N T S H O S P I T A L O F R H O D E I S L A N D
Tefen supported our global lean manufacturing initiative to achieve 30% cost reduction and 50% lead-time reduction across EMEA. Costs and lead- times were reduced in line with targets; the companys share price has been restored to previous levels, and the program had a 10:1 return on investment. Thats a pretty impressive return P E T E S M I T H L E A N P R O G R A M D I R E C T O R M E R C K
Over the 29 years Ive been at Womans, I have worked with several consultants, Joint Commission reps, and the Magnet surveyors. I must truly say that I have never been as satisfied or comfortable with a group like I have been with Tefen. The most outstanding quality that I can commend is that Tefen really listened to our wishes, wants, and needs. I feel they have helped us see the areas needing improvement and have assisted us to reach healthy compromises in our admit process. The changes that have been, and are being implemented, are many of the same things weve been asking for many, many months, but Tefen has helped us get the data in line to support those items. For that, I will be eternally grateful! L A U R E N L A N D R E N E A U D A Y S U R G E R Y C H A R G E N U R S E W O M A N S H O S P I T A L O F B A T O N R O U G E
T E F E N F O C U S E S O N 6 K E Y A R E A S T O H E L P C L I E N T S I M P R O V E T H E I R B U S I N E S S SALES & MARKETING Sales Force Efficiency Sales and channel management Customer lifecycle CRM implementation Product launch & positioning Segmentation, targeting & pricing Organization & capabilities Message effectiveness Competitive tenders OpEx transformation Organizational design Process optimization Change management People capabilities & training Management & KPIs Resource & capacity planning Structure & role definition Corporate Strategy Global Strategy Marketing and Sales Strategy M&A and Due Diligence International Strategy Operations Strategy Turnaround management Corp. Social Responsibility Customer Centricity ORGANIZATION & OPERATIONS STRATEGY
T E F E N F O C U S E S O N 6 K E Y A R E A S T O H E L P C L I E N T S I M P R O V E T H E I R B U S I N E S S PRODUCT DEVELOPMENT & PM PME process improvement IT governance & system integration Design for X (DFX) culture implementation Training and coaching Risk management PMO implementation Product development excellence Lean 360 息 Manufacturing Capacity modelling & planning Improve OEE 6 Sigma programs Facility design / enhancement Site performance benchmarks Energy conservation Quality planning / scheduling QA & QC organizational design Quality Lean 360 息 Theory of Constraints (TOC) Network strategy design Strategic planning Risk management S&OP Planning Operational scheduling Sourcing & procurement Inventory management Detailed Modelling Value generation MANUFACTURING & QUALITY SUPPLY CHAIN
A G L I M P S E I N T O O U R W O R K W I T H A L E A D I N G U S H O S P I T A L A U T U M N / W I N T E R 1 6 O N L I N E S T O R E . C O M seeking to increase accessibility of care and enhance patient experience in an effort to improve patient service and increase profitability
T E F E N U S E D I T S L E A N 3 6 0 H E A L T H C A R E M E T H O D O L O G Y T O I M P L E M E N T A M L P O R G S T R U C T U R E , C E N T R A L I Z E S C H E D U L I N G , A N D R E D E S I G N P R O C E S S E S Used a 3-phase approach: (1) Diagnostics, (2) Design, (3) Implementation (1) Conducted in depth diagnostic including interviews of all staff, a multi- observational study, process mapping, and market analysis (2) Revised organizational structure with clearly defined roles and responsibilities, focusing on maximizing value-added time of physicians (2) Developed Lean processes, including high-impact management routines (2) Designed Centralized Scheduling structure, process, best practices, rules, and schedules (2) Optimized coding and billing practices - decreasing reimbursement losses (2) Implemented KPIs to maximize performance of providers and support staff (3) Drove implementation, change mgmt, staff training, and org-wide workshops, communication, and alignment
Increase in EBITDA Expected results: Increase in patient throughput Decrease in Physician Non- Value Added activities Decrease in Lead time to appointment and in clinic wait time $5.3M 125% 90% 40% DEVELOPED A COMPREHENSIVE SOLUTION FOR OPTIMIZING CLINICAL WORKFLOWS
A G L I M P S E I N T O O U R W O R K W I T H A F O R T U N E 2 5 P H A R M A C E U T I C A L D I S T R I B U T O R A U T U M N / W I N T E R 1 6 O N L I N E S T O R E . C O M seeking to focus its organization on improving its quality and customer satisfaction
T E F E N U S E D I T S Q U A L I T Y 3 6 0 M E T H O D O L O G Y T O D R I V E A C O N T I N U O U S I M P R O V E M E N T ( C I ) P R O G R A M A T T H E D I S T R I B U T I O N C E N T E R S ( D C ) Used a 3-phase approach: (1) Diagnostics, (2) Pilot, (3) Network roll out (1) Interviewed key stakeholders, analyzed data and processes to understand issues and determine root causes (1) Measured Non-Value Added (NVA), Required NVA, and Value-Added (VA) activities through a Multi-Observational study (MOS) (2) Collaborated with DC staff to form workstream teams, brainstorm and implement solutions, and track metric progress (3) Trained a team of CI Managers to continue this work at the other DCs
overtime reduction in targeted returns department Pilot achieved: Ongoing efforts: reduction in errors from automated picking system right first time order increase at targeted DC wave replenishment reduction at targeted DC 25% 62% 11% 70% 8 DISTRIBUTION CENTERS LAUNCHED CI WITH GREAT SUCCESS THROUGHOUT ENGAGEMENT Engaging staff to contribute improvement ideas Training 1-2 DC Champions at each site Trained CI Managers leading the CI launch at other DCs
VALUE STREAM MAPS allow us to understand and visualize a process, identify waste, and streamline processes allows us to compare a site's key metrics within their network and with our established industry benchmarks MULTI- OBSERVATIONAL STUDIES BENCHMARKING S A M P L I N G O F D I A G N O S T I C S A C T I V I T I E S A N D H O W T E F E N U S E S R E S U L T S quantify the amount Value-Added, and Non-Value Added activities being performed
ROLES AND RESPONSIBILITIES REDESIGN LEAN PROCESSES optimizes efficiency of each role to maximize physician-patient interactions reduce waste to enhance the patient experience and maximize effectiveness of physicians and support staff PATIENT SCHEDULING RULES S A M P L I N G O F W O R K I N T H E H E A L T H C A R E I N D U S T R Y ensure maximum access to care, simple scheduling and fair distribution among physicians
KANBAN, 5S, AND VISUAL MANAGEMENT CAPACITY AND STAFFING MODELING are critical Lean Six Sigma tools used to optimize supply replenishment and organization analyze resource utilization, capacity, and Overall Equipment Effectiveness (OEE) under different scenarios REDESIGNING AND OPTIMIZING LAYOUTS S A M P L I N G O F W O R K I N T H E G E N E R A L M A N U F A C T U R I N G I N D U S T R Y are significant aspects of creating an efficient, continuous flow
MANAGEMENT ROUTINES & KPIS are necessary to drive cultural change and monitor improvements in areas such as Right First Time (RFT) and On-Time Delivery (OTD) expands capabilities of the lab, ensures best practices are shared, and reduces re-work and errors in lab work EFFICIENT SCHEDULING STANDARDIZED, EFFECTIVE TRAINING S A M P L I N G O F W O R K I N T H E L I F E S C I E N C E S I N D U S T R Y helps reduce wasted time and improve efficiency, cycle time, and utilization
BEFORE An organized workplace is critical for optimizing efficiency and quality in any industry. As an example below, we implemented a 5S system across multiple sites for a global biotech manufacturer AFTER S A M P L I N G O F 5 S W O R K I N T H E B I O T E C H I N D U S T R Y
THANK YOU L O O K I N G F O R W A R D T O P A R T N E R I N G W I T H Y O U

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Introduction to Tefen

  • 1. TEFEN W E L C O M E T O An introduction
  • 2. CREATIVE, TAILORED, SUSTAINABLE SOLUTIONS for their most pressing opportunities A TRUSTED, HANDS-ON PARTNER T E F E N I S A G L O B A L S T R A T E G Y & O P E R A T I O N S M A N A G E M E N T C O N S U L T I N G F I R M W E A R E I N B U S I N E S S B E C A U S E O U R C L I E N T S D E S E R V E with Change Management veterans who are willing and able to put in the ground-floor time to implement and deeply embed those solutions in the client's teams
  • 3. 30+ YEARS 250+ PEOPLE 13 CITIES 5 CONTINENTS 1000+ CLIENTSC O M P A N Y . C O M T E F E N I N N U M B E R S
  • 4. EVERYWHEREOur global family of consultants are driven by the same mission W H E R E A R E W E ?
  • 5. T E F E N S E R V E S P U B L I C A N D P R I V A T E C O M P A N I E S O F A L L S H A P E S A N D S I Z E S Retail Life Sciences Healthcare Manufacturing Energy & Utilities Financial Services
  • 6. The team at Tefen are incredible business partners, always with the utmost trust and respect, while at the same time always willing to challenge the existing conventional wisdom when necessary. We would not have a program we are proud of, with the ability to keep it growing and evolving, without the direct help of this competent group. B R U C E L . B E N N E T T S E N I O R V I C E P R E S I D E N T A M E R I S O U R C E B E R G E N
  • 7. Through the work Tefen did for us, we have achieved significant progress that we could never have done on our own. But even further, Tefen made possible things other consulting firms have not been able to do. We deeply benefited from their unquestionable and extensive expertise and knowledge of operations excellence in obstetrics. Not only did Tefen do a good job in identifying opportunities for improvements, they partnered with us in implementing some of the changes. Their team was very respectful, professional, and consistent. Needless to say, my staff and I are greatly appreciative of Tefens help and recommendations. D I C K A R G Y S C H I E F O P E R A T I N G O F F I C E R W O M E N & I N F A N T S H O S P I T A L O F R H O D E I S L A N D
  • 8. Tefen supported our global lean manufacturing initiative to achieve 30% cost reduction and 50% lead-time reduction across EMEA. Costs and lead- times were reduced in line with targets; the companys share price has been restored to previous levels, and the program had a 10:1 return on investment. Thats a pretty impressive return P E T E S M I T H L E A N P R O G R A M D I R E C T O R M E R C K
  • 9. Over the 29 years Ive been at Womans, I have worked with several consultants, Joint Commission reps, and the Magnet surveyors. I must truly say that I have never been as satisfied or comfortable with a group like I have been with Tefen. The most outstanding quality that I can commend is that Tefen really listened to our wishes, wants, and needs. I feel they have helped us see the areas needing improvement and have assisted us to reach healthy compromises in our admit process. The changes that have been, and are being implemented, are many of the same things weve been asking for many, many months, but Tefen has helped us get the data in line to support those items. For that, I will be eternally grateful! L A U R E N L A N D R E N E A U D A Y S U R G E R Y C H A R G E N U R S E W O M A N S H O S P I T A L O F B A T O N R O U G E
  • 10. T E F E N F O C U S E S O N 6 K E Y A R E A S T O H E L P C L I E N T S I M P R O V E T H E I R B U S I N E S S SALES & MARKETING Sales Force Efficiency Sales and channel management Customer lifecycle CRM implementation Product launch & positioning Segmentation, targeting & pricing Organization & capabilities Message effectiveness Competitive tenders OpEx transformation Organizational design Process optimization Change management People capabilities & training Management & KPIs Resource & capacity planning Structure & role definition Corporate Strategy Global Strategy Marketing and Sales Strategy M&A and Due Diligence International Strategy Operations Strategy Turnaround management Corp. Social Responsibility Customer Centricity ORGANIZATION & OPERATIONS STRATEGY
  • 11. T E F E N F O C U S E S O N 6 K E Y A R E A S T O H E L P C L I E N T S I M P R O V E T H E I R B U S I N E S S PRODUCT DEVELOPMENT & PM PME process improvement IT governance & system integration Design for X (DFX) culture implementation Training and coaching Risk management PMO implementation Product development excellence Lean 360 息 Manufacturing Capacity modelling & planning Improve OEE 6 Sigma programs Facility design / enhancement Site performance benchmarks Energy conservation Quality planning / scheduling QA & QC organizational design Quality Lean 360 息 Theory of Constraints (TOC) Network strategy design Strategic planning Risk management S&OP Planning Operational scheduling Sourcing & procurement Inventory management Detailed Modelling Value generation MANUFACTURING & QUALITY SUPPLY CHAIN
  • 12. A G L I M P S E I N T O O U R W O R K W I T H A L E A D I N G U S H O S P I T A L A U T U M N / W I N T E R 1 6 O N L I N E S T O R E . C O M seeking to increase accessibility of care and enhance patient experience in an effort to improve patient service and increase profitability
  • 13. T E F E N U S E D I T S L E A N 3 6 0 H E A L T H C A R E M E T H O D O L O G Y T O I M P L E M E N T A M L P O R G S T R U C T U R E , C E N T R A L I Z E S C H E D U L I N G , A N D R E D E S I G N P R O C E S S E S Used a 3-phase approach: (1) Diagnostics, (2) Design, (3) Implementation (1) Conducted in depth diagnostic including interviews of all staff, a multi- observational study, process mapping, and market analysis (2) Revised organizational structure with clearly defined roles and responsibilities, focusing on maximizing value-added time of physicians (2) Developed Lean processes, including high-impact management routines (2) Designed Centralized Scheduling structure, process, best practices, rules, and schedules (2) Optimized coding and billing practices - decreasing reimbursement losses (2) Implemented KPIs to maximize performance of providers and support staff (3) Drove implementation, change mgmt, staff training, and org-wide workshops, communication, and alignment
  • 14. Increase in EBITDA Expected results: Increase in patient throughput Decrease in Physician Non- Value Added activities Decrease in Lead time to appointment and in clinic wait time $5.3M 125% 90% 40% DEVELOPED A COMPREHENSIVE SOLUTION FOR OPTIMIZING CLINICAL WORKFLOWS
  • 15. A G L I M P S E I N T O O U R W O R K W I T H A F O R T U N E 2 5 P H A R M A C E U T I C A L D I S T R I B U T O R A U T U M N / W I N T E R 1 6 O N L I N E S T O R E . C O M seeking to focus its organization on improving its quality and customer satisfaction
  • 16. T E F E N U S E D I T S Q U A L I T Y 3 6 0 M E T H O D O L O G Y T O D R I V E A C O N T I N U O U S I M P R O V E M E N T ( C I ) P R O G R A M A T T H E D I S T R I B U T I O N C E N T E R S ( D C ) Used a 3-phase approach: (1) Diagnostics, (2) Pilot, (3) Network roll out (1) Interviewed key stakeholders, analyzed data and processes to understand issues and determine root causes (1) Measured Non-Value Added (NVA), Required NVA, and Value-Added (VA) activities through a Multi-Observational study (MOS) (2) Collaborated with DC staff to form workstream teams, brainstorm and implement solutions, and track metric progress (3) Trained a team of CI Managers to continue this work at the other DCs
  • 17. overtime reduction in targeted returns department Pilot achieved: Ongoing efforts: reduction in errors from automated picking system right first time order increase at targeted DC wave replenishment reduction at targeted DC 25% 62% 11% 70% 8 DISTRIBUTION CENTERS LAUNCHED CI WITH GREAT SUCCESS THROUGHOUT ENGAGEMENT Engaging staff to contribute improvement ideas Training 1-2 DC Champions at each site Trained CI Managers leading the CI launch at other DCs
  • 18. VALUE STREAM MAPS allow us to understand and visualize a process, identify waste, and streamline processes allows us to compare a site's key metrics within their network and with our established industry benchmarks MULTI- OBSERVATIONAL STUDIES BENCHMARKING S A M P L I N G O F D I A G N O S T I C S A C T I V I T I E S A N D H O W T E F E N U S E S R E S U L T S quantify the amount Value-Added, and Non-Value Added activities being performed
  • 19. ROLES AND RESPONSIBILITIES REDESIGN LEAN PROCESSES optimizes efficiency of each role to maximize physician-patient interactions reduce waste to enhance the patient experience and maximize effectiveness of physicians and support staff PATIENT SCHEDULING RULES S A M P L I N G O F W O R K I N T H E H E A L T H C A R E I N D U S T R Y ensure maximum access to care, simple scheduling and fair distribution among physicians
  • 20. KANBAN, 5S, AND VISUAL MANAGEMENT CAPACITY AND STAFFING MODELING are critical Lean Six Sigma tools used to optimize supply replenishment and organization analyze resource utilization, capacity, and Overall Equipment Effectiveness (OEE) under different scenarios REDESIGNING AND OPTIMIZING LAYOUTS S A M P L I N G O F W O R K I N T H E G E N E R A L M A N U F A C T U R I N G I N D U S T R Y are significant aspects of creating an efficient, continuous flow
  • 21. MANAGEMENT ROUTINES & KPIS are necessary to drive cultural change and monitor improvements in areas such as Right First Time (RFT) and On-Time Delivery (OTD) expands capabilities of the lab, ensures best practices are shared, and reduces re-work and errors in lab work EFFICIENT SCHEDULING STANDARDIZED, EFFECTIVE TRAINING S A M P L I N G O F W O R K I N T H E L I F E S C I E N C E S I N D U S T R Y helps reduce wasted time and improve efficiency, cycle time, and utilization
  • 22. BEFORE An organized workplace is critical for optimizing efficiency and quality in any industry. As an example below, we implemented a 5S system across multiple sites for a global biotech manufacturer AFTER S A M P L I N G O F 5 S W O R K I N T H E B I O T E C H I N D U S T R Y
  • 23. THANK YOU L O O K I N G F O R W A R D T O P A R T N E R I N G W I T H Y O U